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Theroty U

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Submitted By jstaropoli
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Theory U?

Jeremiah Staropoli

ORGB 625

July 31, 2011

Introduction

The world has known great leaders since the beginning of recorded time. Before any theories on building leadership skills or new buzz words and phrases about leadership, we experienced the impact of great leaders like Martin Luther King, Abraham Lincoln, Mahatma Gandhi, and Eleanor Roosevelt. These men and women shared little in common except for the fact that they were willing to take a stand for what they believed in and maximize whatever talents they had towards that end.

Martin Luther King led the world through the tumultuous Civil Rights movement and inspired millions to change the way in which they viewed the world and each other. He was willing to give his life for this cause (Honey, 2011). Abraham Lincoln had a similar cause in an even more politically and socially divided nation and made similar sacrifices for his cause (Ferguson, 2011). Gandhi led one of the greatest social and religious reform movements in the history of the world with little formal training of any kind. Before it was popular to have a cause as a “first lady” of our nation, Eleanor Roosevelt set herself apart by championing the cause of those most severely affected by the great depression. “[S]he worked as a tireless advocate for the nation's downtrodden and fought to open relief programs to women” (Beasley, 2010).

Theory U

Theory U, and other theories like it, however, would have us believe that our times are harder than the times that these leaders existed in and that we now need a fictional concept like “presencing” in order to train ourselves and others to be great leaders. In fact, the purpose of the book that describes Theory U, as presented in its introduction written by Steen Hildebrant, Ph.D, “is to portray a social technology of transformational change, which will help leaders meet the challenges they will be facing in an increasingly complex and unpredictable future” (Scharmer, 2007). Theory U states that the term “presencing” is a blend of the words present and sensing and refers to one’s ability to sense and therefore bring about the best possible outcome in any situation. Theory U claims to offer “both a new theoretical perspective and a practical social technology” suggesting that “the way in which we attend to a situation determines how a situation unfolds: I attend this way, therefore it emerges that way” (Scharmer, 2007). But, is it possible to say that our times are more difficult than the times of the emancipation of slaves, the great depression, or the ultimate battle for civil rights just to name a few? I would have to answer with a resounding no. With that said, has Theory U played a part in my work and career? Only in that it is one of many in a long line of trendy theories that have crossed my desk touting itself as the latest and greatest. In fact, right now at my school, we have imposed a very similar program on our staff and students called “The Pacific Institute (TPI)” which could easily be mistaken for Theory U if the differing buzz words and phrases were removed. In order for me to describe how Theory U has manifested itself in my career I will have to describe TPI.

Application of Theory U

Created by Lou Tice in 1971, TPI’s message is that by promoting self-examination and reflection we can gain insight into areas where we may be holding ourselves back. “It provides easy-to-understand and easy-to-implement tools to change attitudes and beliefs, which immediately reflect in greater results and higher performance” (Tice, 2007).
It is something of a blend of the Anthony Robbins “if you imagine it, you can achieve it and focus is power” message and Theory U’s mandate that great leaders must overcome blind spots and open their hearts and minds (Robbins, 2011). TPI, though, has an even better buzz word than “presencing.” In the world of TPI, blind spots that must be overcome by its followers are known as “scotomas.” The steps in the TPI system are remarkably similar to the process of traveling through Theory U. In their primer, “Thought Patterns for a Successful Career,” the authors of TPI suggest that we must determine what is holding us back, listen to others who can open our minds to new ideas, remove our old beliefs and thought patterns, and act within our new perception of reality. Not surprisingly, Theory U invites us to participate in a very similar cycle: listen to others, open your mind, connect to new beliefs and inspirations, and evolve into a new you (Scharmer, 2009).

None of these concepts are new and, in my opinion, none of them are capable of turning regular people into great leaders. So, what does it take to make a great leader? What principles do I apply to me tenure as the leader of a well established career college? First, pick an undertaking, calling, or cause that has meaning to you to insure that you are capable of giving your full effort no matter the obstacles. Second, recognize your natural skills and talents and the natural skills and talents of others around you and maximize on those things by building positions and processes around them. Third, be firm, but fair in dealing with employee and student issues. Fourth, be brave enough to do the right thing even when it is not the popular thing. Fifth, know when it is time to move on. Did I just draft a brand new leadership training program within the space of these few pages? Of course not! These concepts have existed for as long as great leaders have existed.

The other catch-phrase of Theory U that must be explored in this paper is the concept of acting “in the world” rather than “on the world.” To me, this is as absurd as exploring the difference between sitting “in a chair” and “on a chair.” Is there a meaningful difference? No – it is merely semantics. It is merely an attempt to convince those who do not have the capacity to lead that they can lead effectively if they figure out the play on words. We all act in the world every day – from the most powerful leader to the most uneducated farm hand. And, the result of every action we take, big or small, has an impact on the world. Do we all need to be aware of our world and how our actions affect it? Yes. Is this true only for leaders? No. Is this concept unique to Theory U? No. Will understanding this make you a great leader? Absolutely not!

Conclusion

So, it becomes necessary in this discussion for me to explore why, with all of this said, educated people are so willing to give credence to methodologies like those proposed by Theory U and TPI. I believe this phenomenon results from society’s overall desire to find the quick fix for everything with a minimum of effort and hard work. We live in a society where waiting for anything is frustrating and it is natural for people to want a quick fix. All one needs to do is turn on the television to confirm that this is the sad, but true, state of affairs of our society today. Infomercials abound about quick fixes – quick wrinkle removal, quick weight loss, quick muscle building – all with the press of a few buttons on the telephone or computer. Do any of these things work? Science has proven again and again that they do not. Do millions of consumers continue to purchase these quick fixes anyway? Yes, they do. This tendency to look for the quick fix rather than put in the hard work is, in my opinion, the reason why people believe in things like Theory U.

Although this is a personal paper and, therefore, represents my opinion on Theory U and other theories like it, I would like to close with some statistics that support the notion that most people will never be great leaders, with or without trendy theories, because they simply are not motivated to work hard and achieve such greatness. “The real truth is that there are millions upon millions of people who are actively disengaged from their jobs, who spend months and years sitting in offices doing next to nothing, lost in the cracks of laughably inefficient and abysmally managed organizations, their talents wasted and long forgotten" (Bolchover, 2005). Bolchover goes on to point out some shocking truths about what is really going on in offices around the world. What follows are just a few of the examples cited in his work:

▪ One in three mid-week visitors to a theme park has taken the day off work on a dishonest pretext.

▪ One third of young professionals in the UK are hung-over at least twice a week on working days. Two thirds admitted to having called in sick due to alcohol at least once in the previous month.

▪ Seventy per cent of Internet porn sites are accessed during the 9 to 5 working day.

▪ Monday (23 percent) and Friday (25 percent) are the days most commonly taken as sick days by employees.

▪ Doctors in the UK receive 9 million 'suspicious' or 'questionable' requests each year for sick notes.

Can workers like this become great leaders by attending a Theory U or TPI seminar? The answer seems obvious to me.

References:

Beasly, M. (2010). Eleanor roosevelt: Transformative first lady. University Press Of Kansas.
Ferguson, A. (2011). Four essential books about abraham lincoln. The Wilson Quarterly, 35(5). Retrieved from http://www.wilsonquarterly.com/article.cfm?AID=2000
Honey, M. (2011). From civil rights to human rights: Martin luther king, jr., and the struggle for economic justice. Journal of American Ethnic History, 30(4), 97-98. Retrieved from http://www.General OneFile.com
Robbins, A. (2011, Fall). The power of results coaching. Retrieved from Anthony Robbins website: http://www.tonyrobbins.com/coaching/
Scharmer, O. (2007). Presencing + theory u. Retrieved from CC Attribution-Share Alike License by The Presencing Institute website: http://www.presencing.com/presencing-theoryu/
Scharmer, O. (2009). Theory u, learning from the future as it emerges. Tennessee: Ingram Pub Services
Tice, L. (2007, March 5). The pacific institute. Retrieved from The Pacific Institute website: http://www.thepacificinstitute.us/v2/index.php?name=about

.

Bolchover, D. (2005). The living dead: Switched off, zoned out - the shocking truth about office life. United Kingdom: Capstone Publishing Limited

. Fred Ruddick, Mental Health Practice, (December 2008).

D. Bolchover, The Living Dead: Switched Off, Zoned Out--The Shocking Truth About Office Life (Oxford, UK: Capstone Publishing, 2005). [pic][pic][pic]

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